“[F]or most of people, across most of their lives, work is the activity they spend more time on than any other activity except sleep. Work is central to how many people define themselves as individuals, not to mention being an important source of both material (pay, benefits, etc.) and symbolic (pride, emotional support, etc.) resources” (Sinclair, 2017).
In Industrial/Organizational Psychology: An Applied Approach, Aamodt (2013) described a day in the life of a typical person in this manner:
|Commute to work||1 hour|
|Watch TV||3 hours|
|Prepare and eat meals||2 hours|
Incredibly, when given a choice to work or stop working, many of us would choose to keep on working!
From 1973 to 1996, the National Research Council asked people one simple question, “If you were to get enough money to live as comfortably as you would like for the rest of your life, would you continue to work or would you stop working?” Over the span of two decades, 7 out of 10 people said that they would keep on working (NRC, 1999).
“Work is clearly one of the most important domains of life, whether it is evaluated in terms of the proportion of a person’s waking life that is devoted to it or in terms of how it is related to the overall quality of life” (Campbell, Converse, & Rodgers, 1976, p. 318).
What’s different about WorkplacePsychology.Net?
WorkplacePsychology.Net features scholarly and engaging contents about leadership development, change management, organizational change and development, talent management, learning & development, and industrial and organizational psychology.
- Coverage of the world of work (the workplace and workers) from a scholarly perspective. The references cited are from reputable sources (e.g., textbooks, academic journals, and websites like Harvard Business Review and Wall Street Journal).
- Information is presented in a clear, concise, and easy-to-understand manner. A major flaw of industrial/organizational psychology is that information is often packaged in academic jargon and is delivered to the audience in a long-winded, complicated, and/or boring manner. I’ll do my best to avoid those same mistakes on this site.
This blog focuses on these areas: Industrial/Organizational (I/O) Psychology, Organizational Behavior, Talent Management, and Change Management.
I/O Psychology and Organizational Behavior: I/O psychology studies people, work behavior (performance of tasks), and work settings to understand how behavior can be influenced, changed, & enhanced to benefit employees & organizations (Zedeck, 2011). Organizational Behavior is about understanding, explaining, and ultimately improving the attitudes and behaviors of individuals and groups in organizations (Colquitt, LePine, & Wesson, 2015). [*I/O Psychology and OB are closely related and there is a huge overlap].
Talent Management: a set of processes and programs in an organization designed and implemented to attract, develop, deploy, and retain talent to achieve strategic objectives and meet future business needs (Silzer & Dowell, 2010) and ensure that the organization has a robust pipeline of internal talent for critical positions (Avedon & Scholes, 2010).
Change Management: the capability & set of interventions for leading and managing the people side of change to achieve a desired outcome. It’s about people adopting new mindsets, policies, practices, and behaviors to deliver organizational results (Aguirre, Brown, & Harshak, 2010).
I/O Psychology and Change Management
Research suggests that the key to a successful change effort is how employees who are affected by the change receive it. Considering how critical the human element is to successfully planning and implementing change, I/O psychology has much to contribute to the management of organizational change (Truxillo, Bauer, & Erdogan, 2016). Indeed, “planning, implementing, and monitoring change is a place where I/O psychologists can add value to organizations” (Truxillo, Bauer, & Erdogan, 2016, p. 526).
I am fascinated about ways to make people and organizations more effective, by employee work behaviors, and by the impact of work and the workplaces on employees’ health and well-being and, vice versa, how employees’ behaviors, health, and well-being affect their jobs and the organizations that employ them.
Thanks for visiting,
Steve Nguyen, Ph.D.
Leadership + Talent Development Advisor
Aamodt, M. G. (2013). Industrial/organizational psychology: An applied approach (7th ed.). Belmont, CA: Wadsworth.
Aguirre, D., Brown, A., & Harshak, A. (2010, October 5). Making change happen, and making it stick: Delivering sustainable organizational change. Strategy&. Retrieved from http://www.strategyand.pwc.com/reports/making-change-happen-making-stick-2
Avedon, M. J., & Scholes, G. (2010). Building Competitive Advantage Through Integrated Talent Management. In R. F. Silzer & B. E. Dowell (Eds.), Strategy-driven talent management: A leadership imperative (pp. 73-119). San Francisco, CA: Jossey-Bass.
Campbell, A., Converse, P. E., & Rodgers, W. L. (1976). The quality of American life: Perceptions, evaluations, and satisfactions. New York, NY: Russell Sage Foundation.
Colquitt, J. A., LePine, J. A., & Wesson, M. J. (2015). Organizational behavior: Improving performance and commitment in the workplace (4th ed.). New York, NY: McGraw-Hill Education.
National Research Council. (1999). The changing nature of work: Implications for occupational analysis. Washington, DC: National Academies Press.
Silzer, R. F., & Dowell, B. E. (2010). Strategic Talent Management Matters. In R. F. Silzer & B. E. Dowell (Eds.), Strategy-driven talent management: A leadership imperative (pp. 3-72). San Francisco, CA: Jossey-Bass.
Sinclair, R. R. (2017). Inaugural Editorial: Help on the Way. Occupational Health Science. https://doi.org/10.1007/s41542-017-0007-z
Truxillo, D. M., Bauer, T. N., & Erdogan, B. (2016). Psychology and work: Perspectives on industrial and organizational psychology. New York: Routledge.
Zedeck, S. (Ed.). (2011). APA handbook of industrial and organizational psychology: Vol. 1. Building and developing the organization. Washington, DC: American Psychological Association.